Maturity Assessment

About You

First name Last name Email Company name Your role Company website (optional)

If you add it, we will read your public website to give our review more context. We only look at publicly available pages.

Industry Company size

Your Top Priorities

Select your top 3 challenges, then use the arrows to rank them -- most pressing first.

Your top 3 (most pressing first)

Add challenges from the list below.

Inconsistent Deal Flow

Weak or Vague Positioning

Poor Win Rates on Proposals

Lack of Scalable Offerings

Founder/Principal Bottleneck

No Codified IP or Tools

Ad Hoc Sales & Marketing

Unclear Client Journey or Onboarding

Hard to Measure Success or Maturity

Low Repeat Business or Referrals

Positioning and Differentiation

1. We have a clearly defined niche or specialization that sets us apart from competitors.

A. We serve a broad range of clients with no clear specialization. B. We have an informal niche, but it's not reflected in messaging or behavior. C. We have a stated niche, but it’s inconsistently applied or poorly understood. D. We are widely understood internally and externally as serving a clear niche. E. Our niche drives inbound demand, strategic focus, and market authority.

2. We can articulate a compelling point of view on our industry future and how clients should adapt.

A. We have no defined perspective on future trends or how we guide clients. B. We discuss trends occasionally, but there's no shared or documented viewpoint. C. We have a draft or loose narrative on where the industry is going. D. We have a clear, documented POV we use in sales and content. E. Our POV is sought after and used to lead conversations with prospects and clients.

3. Our website and collateral clearly communicate the value and outcomes we deliver.

A. Our materials describe what we do but not the value it creates. B. Some content hints at outcomes, but it's buried or inconsistent. C. Outcomes are mentioned clearly in some assets, but not across all channels. D. Most of our marketing and sales collateral clearly state outcomes and proof. E. Our brand story and materials consistently lead with outcomes and results.

4. We are known for specific IP, frameworks, or methodologies (beyond just our people).

A. We rely entirely on individual expertise with no formal frameworks. B. We've started documenting approaches but haven’t branded them. C. We use internal frameworks inconsistently or only on some projects. D. We have named frameworks used consistently in delivery and sales. E. Our IP is market-facing and serves as a differentiator in the industry.

5. We generate visibility through thought leadership, speaking, or content marketing.

A. We don't consistently produce or share insights publicly. B. We have sporadic blogs or speaking engagements but no strategy. C. We create content occasionally but don’t track or align it to growth. D. We regularly share thought leadership aligned to our services. E. Our thought leadership attracts leads, defines our brand, and creates demand.

Service Offering and Value Design

6. Our services are packaged into clear, distinct offerings.

A. Each engagement is custom and hard to explain consistently. B. We’ve started packaging some services, but they’re not clear or standardized. C. Our services are defined, but lack alignment with client problems or outcomes. D. We have clear, distinct offerings tied to business problems. E. Our offerings are productized and used consistently in marketing, sales, and delivery.

7. Each offering is designed around a specific client pain point or transformation.

A. Offerings are based on internal capabilities, not client pain points. B. Some services solve client pains, but it's not deliberate or communicated. C. Pain points are known but not always connected to the right offer. D. Offers are designed around defined client challenges and desired outcomes. E. Each offer is clearly tied to a transformation and linked to its ROI.

8. Our pricing reflects the value delivered—not just effort or time.

A. Pricing is time-based or inconsistent across deals. B. We have standard pricing, but it doesn’t reflect value or differentiation. C. Some offers use value-based pricing, but it's not the norm. D. Pricing reflects the strategic impact of the engagement. E. We confidently price for outcomes and use pricing tiers or bonuses effectively.

9. We use consistent language, visuals, and materials to describe our services.

A. We explain services differently each time and lack visual assets. B. We have internal slides or descriptions, but they’re inconsistent. C. Descriptions are clear, but visuals or messaging vary. D. We use consistent templates and branded language to present services. E. Our service narratives are polished, client-facing, and repeatable by all team members.

10. We regularly refine and test our service offerings based on client feedback or market needs.

A. We rarely change our services or learn from client feedback. B. We occasionally tweak offerings reactively based on requests. C. We collect informal input and occasionally refine offers. D. We systematically gather feedback and evolve service packaging quarterly. E. We run tests, launch pilots, and constantly evolve offers to meet demand.

Client Growth & Demand Generation

11. Our proposals emphasize business value and client outcomes, not just deliverables.

A. Proposals focus on tasks, timelines, and inputs. B. We mention outcomes occasionally, but the focus is still on deliverables. C. Outcomes are included in proposals but inconsistently linked to business value. D. Proposals highlight measurable outcomes and client success stories. E. We co-create business cases and our proposals drive confident decision-making.

12. We generate a steady flow of qualified leads through inbound or outbound efforts.

A. We rely entirely on referrals and have no lead generation system. B. We occasionally run campaigns or do outreach, but results are inconsistent. C. We have 1–2 lead sources that produce some opportunities. D. We generate qualified leads consistently via inbound or outbound tactics. E. Our pipeline is fed by a multi-channel engine with predictable volume and quality.

13. Our marketing and thought leadership consistently attract the right kind of prospects.

A. Our content is sporadic and not aligned to our target audience. B. We create some content, but it doesn’t consistently drive traffic or engagement. C. We publish regularly, but it's not clearly aligned to our offers. D. Thought leadership reinforces our positioning and generates interest. E. Our insights drive awareness, demand, and pre-sell our value.

14. We have case studies, testimonials, or proof points that reinforce credibility.

A. We don't have case studies, and clients rarely provide testimonials. B. We have a few examples, but they're outdated or lack structure. C. We use testimonials and stories in some sales situations. D. Case studies and references are available and support the sales process. E. Proof points are integrated into all messaging, pitches, and proposals.

15. We track and reflect on the effectiveness of our marketing and lead generation activities.

A. We don’t track what works in marketing or lead generation. B. We look at occasional metrics like clicks or email opens. C. We track lead source, conversion, and cost of acquisition inconsistently. D. We review marketing performance monthly to refine tactics. E. We run a data-driven marketing engine tied to revenue goals.

Delivery & Client Experience

16. We have defined delivery roles, processes, and standards across projects.

A. Delivery varies by project or individual without consistent roles. B. We have some shared expectations, but they’re undocumented. C. Processes exist, but are followed inconsistently across teams. D. Roles and delivery workflows are defined and applied consistently. E. Delivery is standardized, tracked, and enables scaling with quality.

17. We conduct structured kickoff and wrap-up sessions for every client engagement.

A. Kickoff and close-out processes are ad hoc or skipped entirely. B. Some team members use templates or slides to open/close projects. C. We have a rough checklist for onboarding and wrap-up. D. We run structured sessions at project start and end with clear expectations. E. Kickoffs and wrap-ups are formalized, client-centered, and reinforce value.

18. We proactively manage scope, timeline, and risks during delivery.

A. Scope and risks are managed reactively. B. We sometimes log scope or risk issues when they arise. C. We identify scope and risk issues but don’t act early enough. D. We use templates or tools to monitor and manage proactively. E. We consistently prevent scope creep and handle risks before they escalate.

19. We collect structured client feedback during or after projects.

A. We rarely collect formal client feedback. B. We send surveys or ask for feedback occasionally. C. We collect feedback post-project but don’t always act on it. D. We gather mid-project and end-of-project feedback and use it to improve. E. Feedback is built into our delivery rhythm and used to drive improvement.

20. We equip our team with the tools or templates needed to manage client relationships consistently.

A. Our consultants manage client relationships based on individual style. B. Some team members use templates, but it’s not a shared standard. C. We provide informal guidance on relationship management. D. We equip our team with structured approaches to stakeholder engagement. E. Stakeholder engagement is trained, coached, and supported with tools.

Retention, Referrals & Relationship Growth

21. We stay in touch with past clients and proactively suggest new ways to help.

A. We finish projects and rarely follow up. B. We check in with some clients informally. C. We occasionally reach out to past clients with new ideas. D. We stay in regular contact with past clients and share useful insights. E. We have a systematic approach to staying top-of-mind and adding value.

22. We have a system for re-engaging clients or surfacing upsell opportunities.

A. Upselling or renewals happen opportunistically, not intentionally. B. We track some client expansion opportunities informally. C. We log upsell potential but don’t pursue it proactively. D. We review accounts periodically and suggest upgrades or renewals. E. We run a structured account growth program or playbook.

23. We have a structured referral or partner channel that supports growth.

A. We rely on word-of-mouth but don’t ask for referrals. B. We ask for referrals occasionally but inconsistently. C. We ask for referrals at project close or through email follow-ups. D. We run a basic referral program or use scripts to prompt them. E. Referral generation is systematized, tracked, and incentivized.

24. Our best clients return or refer us regularly.

A. We’re rarely referred or recommended. B. We get occasional referrals but don’t know why. C. Satisfied clients refer us sometimes, but there’s no follow-up. D. Our best clients regularly return and refer others. E. Our client base fuels referrals and testimonials without prompting.

25. We provide strategic-level advisory or insights that increase long-term loyalty.

A. Clients hire us for delivery, but not strategic input. B. We offer occasional advice, but it’s not part of our scope. C. We try to add strategic value, but it depends on the consultant. D. We offer regular executive-level insight or planning support. E. We’re seen as strategic partners, not just vendors.